Portfolio Management TUDelft

7/27/2019 Portfolio Management TUDelft

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Creating value

through dialoguesCorporate INCUB

ABN A

Divya S ChInnovation Ma

Project Por

Manage


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theDialoguesIncubator

Corporate Incubator

of ABN AMRO

where brilliant ideasturn into ventures

projects, partnerships


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The needto

innovate

Changing roles, clients,

relationsBlurred industry

boundaries

Increasing competition

and deregulation

Impact of new

technologies

Shrinking margins


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entrepreneurshipwithin large companies

attain strategic andfinancialgoals

fostering inner

innovative mindsetreducing fear of failure

adapting to openinnovation standards

Corporate

Incubators


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By leveraging ABN AMRO

intellectual

capital

markets

profit sourcessocial roles

working styles

Our goal:

To createnew


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Sources ofintellectual

capital


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3. Re-inventingour business

Radical

Incremental

Existing business

2. Making new andbetter things

New business

1. Makingthings better

4.

Businessasunusual

Outside

CreativEntrepr

PartnerOur workingstyle


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Concept

QuickScan

Business

Case

Pre-launc

h

Launch

Operationalise

Create

OurStageGate

project

funnel


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IDexpressRemittancesPensionsSmartjobs

Dialogues

Technologyand

crowdfunding

Achieving morewith less

Some of ourcurrent

projects


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theDialoguesventures


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failure:its anoption

without trying, experimenting,and possibly failing, there cannot

really be innovation


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Why do we need to doPortfolio Management?


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Goals ofproject

PortfolioManagement

Strategic

AlignmentBenefits

RealizationProject

PrioritizationRolling planningof resourcesand Dashboard


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Overlapping stagesPet projectsLarge number of projects per stag

Struggle for resourcesIneffective decision makingLack of transparency andcommunication

ProjectPortfolio

Pain points


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Excel sheets are not dynamicNone of the tools focus on corporatincubators specifically

Most tools employ NPV, IRR or finamethods. These methods are not thbest measures for innovationHigh cost and effort required inimplementing

Changing landscape for corporateincubators (escpecially financialservices)

Whyportfolio

management tooling?


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Aligning with the strategy ofparent organizationIncorporating internal risk and

rewardsInvestment objectiveValue maximizationSome references

StrategicAlignment


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Market attrativenessStrategic fitFinancial benifits

Level of innovationTime to market,Expected financial retu

overlap with other proje

Projectprioritizatio

n

This scoring results in anestimation of priority ranking of thprojects in the portfolio.


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Resource allocated vs actuals

Financial Resources, Humanresources, Other costs

ProjectTracking


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Does the business realize the truebenefits from those investmentsand how close the actual benefits

are to the original objectives of theinvestments ???

BenefitsRealization


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Some morefood for

thought !!

Challenge 1: Need to align stage gawith financial reporting ?

Challenge 2: PROJECTCLASSIFICATION:What should be in your portfolio(scope)? Should we distinguish

between innovation and other proje

Challenge 3: RISK vs. REWARDSDiagrams

What kind of views are needed toadequately manage the innovation

ortfolio? (for instance, risk view)

esentation by: Dimitris Kritsilis


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Thank you

General infowww.dialoguesincubator

Internshipsvacature@dialoguesincu

Ideas and [email protected]

Info dialogues housewww.dialogueshouse.nl

You have a good ideaand the drive to realize it?

Contact theIncubator!
mailto:[email protected]:[email protected]:[email protected]:[email protected]

Portfolio Management TUDelft

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